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References Bratu, J. (2010). Kaizen by Harmony Concept , Kaizen Manager Club Session Conference, Bucharest, Romania. Bratu, J. (2014). Harmonic Code – Guide for Self-Motivation , Bucharest: Global Vision Print. Bratu, J. (2015). Develop People to Develop Organizations, Applying “Kaizen by Harmony” Management , GEMBA KAIZEN™12 th International Congress, Wroclaw, Poland. Imai, M. (1986). Kaizen: The Key to Japan’s Competitive Success , New York, NY: McGraw Hill. Imai, M. (2012). Gemba Kaizen: A commonsense approach to a continuous improvement strategy

References Behensky, J. A., Janet Roe, M. S. & Bolton, R. Lean Sigma – Will it work for Healthcare? FOCUS: Organizational Improvement/Project Management. Journal of Healthcare Information Management, 19 (1): 39-44, (2005). Berwick, D.M. Continuous improvement as an ideal in health care. New England Journal Medicine, (320): 53–56, (1989). Burchart – Korol D., Furman J. Kaizen jako strategia zwiększania konkurencyjności przedsiębiorstw hutniczych , Hutnik, Nr 2, s. 158-162, (2009). Dickson E.D., Zlatko A., Vetterick D., Eller A., Singh S. Use of Lean in the

REFERENCES Gabryelewicz, I., Gawłowicz, p., Sadłowska-Wrzesińska, J., 2015. Kaizen jako skuteczna metoda wspomagająca efektywne zarządzanie przedsiębiorstwem , Problemy Profesjologii 2, Polskie Towarzystwo Profesjologiczne, Zielona Góra 139-148. Imai, M., 2007. Kaizen. Klucz do konkurencyjnego sukcesu Japoni . Wydawnictwo, MT Biznes sp. z o.o., Warszawa. Lizak, M., 2016. Methods of measuring the effectiveness of Lean Management. Production Engineering Archives. 13(4), 31-34 Maurer, R., 2007. Filozofia Kaizen: jak mały krok może zmienić Twoje życie . Helion


Lean Manufacturing is a structured program whose objective is to maximize the effectiveness of the company. It is based on the practices and methods of KAIZEN / LEAN applied by the world’s best companies. The experiences from the Author led us to the conclusion that the Lean Manufacturing is based , among others, on the following concepts: - Total Productive Maintenance TPM - Single Minute Exchange Die SMED The Lean Manufacturing focuses on the systematic pursuit and elimination of waste and losses. The losses identified are analyzed, evaluated in adequate manner to the attribute processes. The result of the analysis determines where and how to intervene. In the paper has been presented the bases of Lean Manufacturing. The results of the implementation of Lean Manufacturing in different companies have been described. The main issues of Lean Manufacturing implementation have been characterized.

Design of Disruptive Innovations. Procedia CIRP, 50, pp. 153-159, DOI: 10.1016/j.procir.2016.04.204. Cheser, R. (1994). Kaizen is more then continuous improvement. Quality Progress, 27 (4), pp. 23-26. Chiarini, A. (2017). An adaptation of the EOQ formula for JIT quasi-pull system production. Production Planning & Control, 28 (2), pp. 123-130. Dombrowski, U. and Mielke, T. (2014). Lean Leadership - 15 Rules for a Sustainable Lean Implementation. Procedia CIRP, 17, pp. 565-570, DOI: 10.1016/j.procir.2014.01.146. Dombrowski, U., Mielke, T. and Engel, C. (2012) Knowledge

ukupnim kvalitetom , Drugo izdanje. Beograd: HESPERIAedu. 11. Masaaki I. (1997). Gemba Kaizen . New York and London: McGraw-Hill. 12. Masaaki I. (1989). Kaizen: the Key to Japan’s Competitive Success. New York: Random House. 13. Ogawa E. (2001). Upravljanje malim preduzećima danas. Beograd: Evropski centar za mir i razvoj (ECPD) Univerzitet za mir Ujedinjenih nacija. 14. Oakland S. J. (1996). Total Quality Management , Grower Handbook of Quality Management , edt. Denis Lock, London: Gower Press. 15. Perović J. M. (2003). Menadžment Informatika Kvalitet , drugo

projekty w zarządzaniu zmianami, Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu, Wrocław. Łazicki A. et al., 2011, Systemy zarządzania przedsiębiorstwem: techniki Lean Management i Kaizen, Wydawnictwo Wiedza i Praktyka, Warszawa. Osbert-Pociecha G., 2007, Lean Management jako ogólna koncepcja transformacji przedsiębiorstw, [in:] J. Lichtarski (ed.), Podstawy nauki o przedsiębiorstwie, Wydawnictwo Akademii Ekonomicznej we Wrocławiu, Wrocław. Raport EHCI 2016, 9, accessed 12

. Journal of International Business Studies, 39 (1), 47–52. Yokozawa, K., Steenhuis, H. & de Bruijn, Erik-Joost (2012). Factors affecting international transfer of kaizen, Operations and supply chain management, 5 (1), 1–13. Yoshino, M.Y. (1969). Japan’s Managerial System. Cambridge, MA: MIT Press. Yuan, Z.J. (ed.) (2006). Chu-Toh no Nikkei Haiburiddo Kojo (Japanese Hybrid Factories in Central-Eastern Europe). Tokyo, Japan: Toyo Keizai. Yin, R. K. (2009). Case study research: Design and methods. London and Singapore: Sage. Zhang, F., Cantwell, J. A., & Jiang, G

QPI 2019, volume 1, issue 1, pp. 528-536 QUALITY OF LIFE IMPROVEMENT IN KAIZEN ASPECT doi: Date of submission of the article to the Editor: 06/04/2019 Date of acceptance of the article by the Editor: 15/05/2019 Joanna Rosak-Szyrocka1– orcid id: 0000-0002-5548-6787 1 Department of Production Engineering and Safety, Czestochowa University of Technology, Poland, Abstract: The aim of the research is to analyze the quality of life improvement (Kaizen) in the running aspect in Poland


Lean Management is currently one of the best-known and is the most widely used management concepts in production enterprises. Lean creates such a culture of work in an organization that makes all participants in the organization interested in raising the level of quality, reducing costs and delivery time. However, there is no information about the influence of lean tools on the level of safety in production organizations. The paper presents the influence of five lean tools on the safety level by the example of metal manufacturing organization. The number of potentially dangerous situations and the number of accidents were taken as the measure of safety level. The obtained results indicates that the most important for the safety level is 5S, TPM while Kaizen, Poka-Yoka and VSM are smaller. The paper aims to broaden the knowledge about the dependence of the use of lean tools on the level of occupational safety.